人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_14.docx

CHAPTER14FOUNDATIONSOFCONTRO1.1.EARNINGOUTCOMESAfterreadingthischapter,Studenlxshouldbeableto:14-1.ExplainIhCnatureandimporianceofcontrol.14-2.DescribethethreestepsintheComrOlprocess.14-3.Discussthelypesofcontrolsorganizationsandmanagersuse.14-4.DiscussConteniporarj'issuesinConlrO1.ManagementMythMYTH:Alackofemployeeturnoverisasignofagoodmanager.TRUTH:1.owturnoverisnotnecessarilythegoal.ItcanIneanacomplacentmanager,onewhoiswillingtoacceptmediocreemployeeperformance.TcaChingTips:Everyonehasexperiencedsituationsinwhichsomeoneonalearnisnotpulling(heirweighl.AskstudentsIothinkaboutajobtheyhavehadOralhleticoracademicteamswheresomeindividualsweremarginalcontributors.HowmightthingshavebeendifferentifIheweakInembeNhadbeenreplaced?I. VVHATISCONTRO1.ANDWHYISITIMPORTANT?A. WhatisControl?1. COntrOliSthemanagementfunctioninvolvingtheprocessofmonitoringactivities(oensurethattlwyarebeingaccomplishedasplannedandcorrectinganysignificantdeviations.a) Aneffectivecontrolsystemensuresthatactivitiesarecompletedinwaysthatleadto(heattainmentoftheorganization,sgoals.b) Tlieeffectivenessofacontrolsystemisdeterminedbyhowwellitfacilitatesgoalachievement.AQUCStionCfEthieSIfscalledthe“walkofshame.*Marchingemployeesthroughstoresinhandcuffsldiscouragetheflandotherinfractions.AtaTargetstoreinPasadena,California,anemployeewhowassubjectedIo(hewalkofshamewasreleasedandneverchargedwithacrime.However,heemotionaldistressoftheincidentledtotheindividuallatercommittingsuicide.Aftertheincidentwentpublic,otherTargetemployeesinotherstorestoldofheirexperienceseitherwitnessingorexperiencingthewalkofshame.TargeiCorx>rationdeniesthatithasanysuchpolicy.Thecompanyalsodidnote!alx)ra(eonwhatguidancei(givesmanagersonhowohandlesuspectedemployeetheftorotherworkviolationsthatcouldxtentiallyinvolvelawenforcement.DiscussThis:c) Wliatdoyouthinkofthis"supposed“practicepositivealnegative?Discuss.d) Howcouldanorganizationmakesureit,sbeingethicalincontrollingemployees'behaviorsandstillachievingorganizationalgoals?TCnChinRTips:Trytogetstudentstoconsiderboththepositiveandnegativesofthisissue.Companiesaretryingtodetertheft.However,ifthepracticeviolatesourbasicrightsofbeinginnocentuntilprovenguilty,shouldcompaniesbepermittedtouseit?SupposeTargetpostsasignindicatingthatitwillusethewalkoshameagainstanemployeethoughttobestealing.Ifyou.asanemployeeacceptthetermsofemploymentincludingthewalkofshame,isitethical?Discuss.B. WhyisControlImportant?1. Thereisnoassurance(hatactivitiesaregoingasplannedandthatthegoalsmanagersareseekingarc,infact,beingattained.2. ConlrolistheIlnallinkinthefunctionalchainofnanagenent.(SecExhibit14-1.)3ThevalueofControlIicSpredominantlyinplanning,empoweringemployees,andPrOteClingtheworkplace.II. VVHATTAKESP1.ACEASMANAGERSCONTRO1.?A. Introduction1. ThecontrolprocesshasIhreeseparateanddistinctsteps:(1)measuringactualperformance.(2)comparingactualperformanceagainstastandard,and(3)takingmanagerialactiontocorrectdeviationsorinadequatestandards.(SeeExhibit142.)B. WhatIsMeasuring?1. Howdomanagersmeasure?a) FourcommonSoUrCeSofinformationfrequentlyusedbymanagerstoIneaSUreactualperformanceare>ersonalobservation,statisticalreports,oralreports,andwrittenreports.b) Personalobservationprovidesfirsthand,intimateknowledgeoftheactualactivity.(1) IliSnotfilteredbyothers.(2) hpenniesintensivecoverage.(3) hprovidesopportunitiesforthemanagerto“readbetweenthelines/'(4) Managementbywalkingaround(MBVVA)usedtodescribewhenamanagerisou(intheworkarea,inieractingdirectlywithemployees,andexchanginginf11nationaboutwhai*sgoingon.(5) Personalobservationisoftenconsideredaninferiorinformationsource.(a) IiissubjecttoPerCePIUalbiases.(b) Personalobservationalsoconsumesagooddealofii11>e.(c) Itsuffersfromobtrsivcncss.c) Statisticalreports(computeroutputs,graphs,barcharts,etc.)providemanagersinformationaboutactualperformance.(1) Itiseasytovisualizeandiseffectiveforshowingrelationships.(2) Itprovideslimitedinformationaboutanactivityandgenerallyonlyreportsonafewkeyareas.d) Informationcanalsobeacquiredthroughoralreportsthatis.throughconferences,meetings,onc-on-oncconversations,ortelephonecalls.Theadvantagesanddisadvantagesaresimilarto(hoseofpersonalObSCrVation.Theinformationisfiltered.(3) Itisfastandallowsforfeedback.(4) 1(permitsexpressionandtoneofvoice,aswellaswordsthemselvestoconveymeaning.(5) Oneofthemajordrawbacksoforalreportshasbeentheproblemofdocumentinginformationforlaterreferencestechnologicalcapabilitiestoefficientlytapeandprovidepermanentrecordovercomesthisdrawback.e) Actualperformancemayalsobemeasuredbywrittenrexnts.(1) Theyaresloweryetmoreformal.(2) Formalitygivesthemgreatercomprehensivenessandconciseness.(3) Wriitenreportsareusuallyeasytocaialogandreference.f) Comprehensivecontroleffortsbymanagersshoulduseallfourmeasurementtechniques.2. WhatdoManagersMeasure?a) WhatismeasuredismorecriticaltoIheConlrOlProCesSt